who actually is doing the job or even shadow a current employee and record what theydo. It is amazing how often we forget what a person really does in a day. Even if youhave a job description you must know that most job descriptions are out of date andincomplete, and should not be used as a hiring document.Once the lists are completed, they should be compared with an eye for differences. It isimportant to reconcile these differences and agree on a common
beforestarting the hiring process. There is nothing worse than putting your new hire in themiddle of a disagreement on job requirement.
Once again we need your
. This time the task is to develop aKnowledge Inventory; a list of what the new employee will need to know to do the job.Remember that some things can be taught, but you have to start somewhere. For instance,you can teach a person to prepare a report but you may not want to teach them to readand do math. You may be looking for knowledge of specific systems, machines or industries. You may even want someone who has knowledge of specific groups of peopleor geographic areas.As before, once the lists are completed, they should be compared with an eye for differences. Reconcile these differences and agree on a common
before starting with the hiring process. You don’t want to hire someone only to find outthey lack the critical knowledge needed to be successful in that job.
Of the three criteria groups, behavior is often the hardest to define. Studies have shownthat it may also be the highest predictor of success in the job. Behavior describes how a person will function in a given situation. It is possible for many people to be technicallyable to do a job but not behaviorally able to do it in your company or the way you need itdone. Behavioral mismatches are leading causes of failure and turnover from front-lineworkers to CEO.Again, you need to have your
; alist of the behavioral characteristics that will make this person successful. If you do thisright, you will hire someone who will not only do the job well but will be happy doing it.We recommend the
Predictive Index PRO
tool for this important task. It has been usedto hire great CEO’s, CFO’s SVP’s, VP Sales, Finance leaders, IT leaders and rank andfile. It is a tool that has proven easy to use, understand and has assisted to build some of Canada’s very best managed companies. It automates the process by allowing several people to independently define the job and then brings the results together for comparison. The results can be compared with similar positions at other companies to build a behavioral profile that predicts success in the position.
Predictive Success 905 430 9788 www.predictivesuccess.com